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An introduction

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Emma Kerekes

on 24 January 2015

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Transcript of An introduction

How & Why
Scrum
Started
An introduction
to SCRUM
Scrum
roles

Scrum
ceremonies
Scrum
artefacts

Putting it
all together
What is Scrum
an agile process
attempts to deliver the highest business value in the shortest time (business sets the priorities)
rapidly and repeatedly inspect actual working software
gives a potentially shippable product at the end of each sprint
Scrum usage
commercial software
fixed-price projects
financial applications
life-critical systems
satellite-control software
video game development
websites
...
The Agile Manifesto
Product Owner
Scrum Master
The Team
Product Owner
defines the features of the product
decides release dates & content
Scrum master
ensures the team is productive
removes impediments
enables close cooperation across all roles & functions
responsible for enacting the Scrum values and practices
represents the management to the project
shields the team from external interferences
The team
Usually 5-9 people
Cross-functional: developers, designers, testers, etc.
teams should be self-organizing
Members should be assigned full-time (part-time members should be the exception)
Team members should not change during a sprint
Sprint planning
Sprint review
Sprint retrospective
Daily Standup
Sprint Grooming
Scrum of Scrums
Sprint review
The team should present what they planned/committed for the sprint, what they accomplished, what wasn't finished and what were the impediments for the unfinished work
Whole team participates
Max 2h preparation
Takes the form of a demo for new features or underlying architecture
Sprint retrospective
at the end of each sprint, take a look at what works and what doesn't
should take between 15-30 minutes
whole team participates
Scrum master facilitates
each team member puts post-its on a board according to the header of the column
boards can be: "start/stop/continue doing" or "went well/could be improved/action items"
Product backlog
Sprint backlog
Burndown charts
The daily standup
Daily
Stand-up
Max. 15 minutes
Whole team participates
Not for problem solving
It is not for giving the status to the Scrum Master, it is for commitment in front of the team
The product backlog
Contains all requirements (stories) for the product
Should be expressed in a way that each item has value to the users/customers of the product
The PO prioritizes it initially, then re-prioritizes at the beginning of each sprint

The sprint backlog
Burndown Charts
Contains the work for a sprint
The PBIs(Product Backlog Items) are separated into tasks during the Sprint Planning meeting
The team chooses the tasks to work on, they are not assigned tasks
Should be checked daily to assess the progress
In order for the burndown chart to be effective, team members must log their hours and update remaining time daily
If work is faster/slower than it should be, the difference between the ideal burndown and the actual is visible on the chart (above: behind schedule, below: ahead of schedule)
Sprint Planning
requires the following as inputs: team availability & prioritized product backlog
after the Sprint Planning, we have the Sprint backlog containing all estimated tasks
prioritizes features
accepts/rejects work results
Study Case - Company X, Project Y
Project type
: web

Team
consists of:
• 3 developers (1 FE and 2 BEs);
• 4 QA Specialists;
• 1 Product Owner (internally);
• 1 PM/Scrum Master.

Sprint
:
Duration: 2 weeks
Start: Friday
End: Thursday



Grooming Activities (3 h)
Who should participate?
When will it take place?
What is the Input?
What is the Objective?

Grooming Meeting (1.5 h)
Who should participate?
When will it take place?
What will be discussed during the meeting?
What is the Objective?




Planning Activities (2 h)
Who should participate?
When will it take place?
What do they include?
What will be the Output?


Planning Meeting (1 h)
Who should participate?
When will it take place?
What will be discussed?
What will be the Output of the meeting?


Product Day (Sprint Planning)
Product Day (Sprint Planning)


How long does it take?


Who should participate?


What should it cover?

What is Sprint Review?

Retrospective Meeting
(2 h) -
Company X, Project Y

Who participates?

What to fill in?




When does it take place?

What are the objectives?
What is Sprint Retrospective?

How long does it take?

Who should participate?

Let's play a game
Our clients,
the airplane factory
, need new planes
Each team represents the production line
Scrum roles:
Product Owner
(the client) - will provide the scope and approve each produced airplane
Scrum Master
(the leader of each team) - they take care of the team needs and their process (they get materials, organize the team)
The Team
- they are the ones building the airplanes
The rules
Teams - max 8 members
Manufacturing paper planes
Each team might have a maximum of 5 sheets at a time


The requirements
Way of working
Game retrospective
What should be discussed?
Each airplane must have
16 windows
a fly cabin
a designed company logo
on each wing
on each side
on both sides of the tail
Adapted from Flávio Steffens / Rafael Prikladnicki – Airplane Factory 2009

First - design a prototype

Planning - 1 minute
Production - 3 minutes
Demo - 1 minute
Retrospective - 1 minute
Did you achieve what the client wanted in the beginning?
Did the prototype help?
Did the estimates get better as we better understand
the requirements?
Did the teams find their production limit?
Was the concept of check/adapt useful?

The time must be respected precisely!
The leader cannot participate in building the planes - he/she may support and organize the team and provide them with the materials they need
Each team must respect the concept of production line: every team member is responsible to do only one task (one draws, one folds, one checks etc.) - each team self organizes their process during planning
Adapted from Flávio Steffens / Rafael Prikladnicki – Airplane Factory 2009

Adapted from Flávio Steffens / Rafael Prikladnicki – Airplane Factory 2009

Adapted from Flávio Steffens / Rafael Prikladnicki – Airplane Factory 2009
Full transcript